Company Profile:

Mahindra: The Indian Multinational the US$ 7.1billion Mahindra Group is among the top
10 industrial houses in India. The Mahindra Group originated out of J.C. and K.C.
Mahindra‟s desireto open a franchise to produce the celebrated Willy's Jeep.
Mahindra & Mahindra is the only Indian company among the top three tractor
manufacturers in the world. The company was incorporated as Mahindra &
Trade·Systems and Automotive Technologies ·Engineering Services ·Automotive ·Farm
Equipment.. Over the next 50 years the company gradually diversified its operations,
engaging in numerous joint ventures and building expertise across a number of sectors.
With over 62 years of manufacturing experience, the Mahindra Group has built a
strong base in technology, engineering, marketing and distribution which are the
key to its evolution as a customer-centric organization. The Group employs over
1,00,000 people and has several state-of-the art facilities in India and overseas, with
operations on every continent except Antarctica.

CSR ACTIVITIES OF MAHINDRA & MAHINDRA:The social initiatives of the

group have been very well streamlined where each group company donates 0.5% of
their PAT to the K C Mahindra Education Trustand adopts projects under the Trust. The
remaining 0.5% is used by the company to run community development programs on
their own.
UP100

Launched in November 2016, together with Tech Mahindra and Mahindra Defence,
UP100 is the World’s largest Citizen Response Centre for public safety and security to
residents of Uttar Pradesh, India. Callers can dial 100, or access UP100’s services
digitally via app or website.

Today, over 100,000 calls are logged every day at UP100. An all-women staff handles
calls, providing empathy at the first point of contact to people with a problem. 98% of
calls are answered within five seconds, and response time is typically 15 minutes for
urban areas and 20 minutes for rural locations, enabled by a fleet of 3,200 GPS-enabled
cars and 1,200 two-wheelers.

Lifeline Express

It was a simple dream. All it wanted was that people should not, through neglect or
ignorance, become disabled or crippled, and thus robbed of health, productivity and joy,
and that disabled persons especially in rural India should have access to medical services
wherever they be.

On 16th of July, 1991, this dream came true, when Impact India's Lifeline Express, the
world's first hospital on a train, was launched.

Upto December 2010, over 600,000 disabled poor in rural India have so far benefited
from the remarkable train, and other countries have come forward to start their Lifeline
Express on which major surgeries have been performed to restore movement, hearing,
sight and correction of clefts with the help of the donated skills and services of over
80,000 surgeons, to make this dream possible.

The internationally acclaimed Lifeline Express has become a model for transfer of
appropriate technology to other countries to set up similar projects in China, Central
Africa and river boat hospitals in Bangladesh and Cambodia.

Lifeline Express has two additional coaches for Cancer and Family Health.

On 8th December 2016, Honourable Minister for Railways Shri Suresh Prabhu and
Honourable Minister for Health & Family Welfare inaugurated the two additional
coaches equipped with cancer and family health services to augment the Lifeline Expres
hospital train, providing on the spot diagnostic medical and surgical treatment for
restoration of sight, hearing, movement, correction of clefts and treatment for epilepsy
and dental problems, all free of cost.

The Lifeline Express is the world’s first seven-coach hospital train donated by the Indian
Railways to bring medical and surgical healthcare to doorstep of the rural population who
cannot reach a hospital.The Lifeline Express (LLE) has two operation theatres with a
total of five operating tables fitted with world-class equipment and instruments.

At each location the LLE serves about 8,000 beneficiaries restoring sight, hearing,
mobility, repairing cleft lips, treating epilepsy and dental care.

The Impact India Foundation has introduced screening patients for oral, breast & cervical
cancer, as well as, testing for blood pressure and blood sugar.

Till date, the Lifeline Express’s projects (sponsored by both private and public
organisations) have treated around one million poor people in rural parts of the country
free of charge since its inception in 1991.

Furthermore, nearly 2 lakh medical professionals from across the world have donated
their services to fill the crucial gap in rural health services.

NANHI KALI

For Anand Mahindra, chairman of Mahindra &Mahindra, it was precisely this realization
that motivated him to found Nanhi Kali over 15 years ago. Aimed at girls from low-
income families, the Nanhi Kali programme offerscomprehensive sponsorship,
comprising both academic and material support. While academic support includes after-
school training and mentoring from professional coordinators to bridge gaps in learning,
material support includes school uniform, bags, shoes and socks, which are necessary for
any student to attend school with dignity. In addition, the programme team works with
parents and community members to sensitize them on matters of gender equality.

Today, Nanhi Kali stands out in India’s Corporate Social Responsibility landscape as an
extraordinary success story by any measure:

1)It currently supports more than 75,000 girl students from low-income families in
both urban and rural areas – many girls, who could barely pass their exams before, now
feature regularly in the merit list of their district examinations

2)It reaches a vast geographical area spanning 10 states in India, including some of the
biggest and economically-backward ones such as Uttar Pradesh, Chhattisgarh, Madhya
Pradesh and Rajasthan

3)And it reports a drop-out rate less than 10% in its project areas, and an increase in
learning level by more than 20%

For any CSR manager in corporate India, these results are nothing short of impressive.
But behind the numbers, do they hold any lessons for CSR managers in how they build
and manage their own organization’s initiatives? Are there specific strategies and
organizational changes the CSR team at Mahindra engineered that onecould learn from?
To find out, we spoke to Sheetal Mehta, the Executive Director of the KC Mahindra
Educational Trust, the CSR arm of the Mahindra & Mahindra group that runs the Nanhi
Kali programme. And from what we learnt, there are at least four broad principles that
any organization will find helpful to emulate.

Integration, Integration, Integration

Today, for any company that has reached a certain plateau of success, CSR is a
priority.As the company grows, so do the number and scale of its CSR initiatives. But
oftentimes, these initiatives are simply not integrated into the workforce. They are run by
isolated teams withlimited engagement and support from both the management and
employees.

In 2005, when Ms Mehta moved into Mahindra’s CSR team, one of the first things she
did was to make a case for a consolidated and coordinated approach towardsrunningthe
group’s CSR initiatives. The management, in response, threw its weight behind Ms
Mehta, setting upa CSR Council that brought under its purview the entire gamut of
Mahindra’s CSR programmes and activities. The Councilcomprised not only CSR
figureheads and representatives, but leaders of the group’s various business units. To lead
the Council, the President of Mahindra’s Human Resources came on board. These
structural changes sent a clear signal to everyone at Mahindra that every business, every
team and every employee now had a stake in the success of the company’s CSR
initiatives.

To focus and target Mahindra’s initiatives better, the Council identified three focus areas
where the group could make the maximum impact: Education, which the Mahindra has
supported for long,and Health and Environment, where its businesses already had clear
underlying strengths. It decided that every company in the Mahindra group will allocate
1% of post-tax profits to their CSR programmes, of which0.5% will be allocated
toEducation, thereby squarely putting the Nanhi Kali programme under the spotlight. But
the Council was also careful to not mistake integration and focus for rigidity. It allowed
individual companies to use the remaining 0.5% of their profits on any of the other focus
areas, while it monitored implementation and impact.

Leading from the Front

If there is one factor that binds all companies that are successful in their CSR initiatives,
it is that they all have their top management rallying at the front to ensure employee
participation at the highest levels. Mahindra, however, took it further. The group’s
leaders, including Mr Mahindra himself, all invested their personal credibility, time and
effort to ensure not just employee participation, but also that of the company’s partners,
competitors(!) and the wider community.In fact, as we saw earlier, Nanhi Kali was borne
of the personal commitment of Mr Mahindra himself towards the cause of Girl Child
Education.

In addition, as we saw with the example of the CSR Council, the group’s leaders invested
significant portions of their time to shape and direct the group’s CSR strategy, monitor
implementation, and measure impact.

Reaching Out to Maximize Impact

When Mr Mahindra ventured to found Nanhi Kali, he was clear he didn’t want the
programme to be limited by his or his group’s ability to support it. He wanted to engage
as many supporters and donors as possible. This enabled Ms Mehta’s team to reach out to
an array of supporters, starting with the group’s employees to non-profit partners to other
individual and corporate donors.

Their efforts seem to have paid off rather well. Today, of the 75,000 girls the Nanhi Kali
programme supports, more than 1/3rd are supported by employees of the Mahindra
group. And the remaining 2/3 through the support of over 8,000 individual and corporate
donors, counting some of the biggest names in the Industry, including HDFC, HPCL, and
Johnson & Johnson.
Interestingly, Nanhi Kali’s success also convinced some of Mahindra’sfiercest
competitors to partner on this venture. Capgemini, a competitor of Tech Mahindra, has
nearly 8 of its international offices supporting the programme. In fact, Capgemini’s
support covers nearly 10,000 of our girls, reveals Ms Mehta.

But is it only Nanhi Kali’s success that has drawn such wide participation? Not really, she
says. The fact that the Mahindra group put together considerable resources of its own and
its credibility behind the programme convinced a large number of partners to not just join
but also to progressively ramp up their investments, she explains.

Finding the Right Implementation Partner

In early 2000’s, when the KC Mahindra Education Trust was scouting for implementation
partners for Nanhi Kali, its key challenge was in finding an organization that had the
scale and reach to support tens of thousands of girls across the country. Most
organizations the Trust found operated in two or three schools at most.

It was around this time that the Trust met and partnered with the Naandi Foundation, a
non-profit organization based in Hyderabad. The Naandi Foundation had already
developed a proven model of supporting Girl Child Education, and was operating at scale
across Andhra Pradesh and Madhya Pradesh. The partnership proved so effective that
only a year later, the Foundation was brought on board as a joint managing partner. By
rapidly scaling the number of girls under Nanhi Kali’s support,and quickly exceeding all
initial targets, the Foundation proved especially integral to the success of the programme.
Today, the Naandi Foundation alone is responsible for delivering academic and material
support to nearly 71,000 girls, reveals Ms Mehta.

For Mahindra, the partnership with the Naandi Foundation has also borne fruit elsewhere.
It has now expanded beyond Nanhi Kali to several other CSR initiatives of the Mahindra
group, including

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In summary,the success of the Nanhi Kali programme is a combination of several

dominating factors. It’s clear that an organization-wide focus on a particular cause can
harness the collective energy and resources of a much larger number of people than is
possible through individual teams or groups. Choosing a right partner is especially vital
in scaling and sustaining the programme. Finally, leaders who provide both strategic
support and creative imagination will ultimately prove decisive in rallying the entire
organization and the wider community in to supporting the cause. Clearly, with all these
on board, will it be any wonder when Mahindra & Mahindra reaches its 2012 goal of
supporting 100,000 Nanhi Kalis!